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The Renault Alliance is a front-wheel drive, front-engine subcompact automobile manufactured and marketed in North America by American Motors Corporation (AMC) for model years 1983–1987. The Alliance and its subsequent hatchback variant, the Encore, were re-engineered Renault 9 & 11 for the U.S. and Canadian markets.
Motor Trend declared: "The Alliance may well be the best-assembled first-year car we've ever seen. Way to go Renault!" The Alliance was listed as number one on Car and Driver's list of ten best cars for 1983. [84] The positive reception and sales of 200,000 Alliances by 1984 was hindered by the availability of only two body styles.
Alliance logo. The Renault–Nissan–Mitsubishi Alliance, originally known as the Renault–Nissan Alliance, is a French-Japanese strategic alliance between the automobile manufacturers Renault (based in Boulogne-Billancourt, France), Nissan (based in Yokohama, Japan) and Mitsubishi Motors (based in Tokyo, Japan), which together sell more than one in nine vehicles worldwide. [1]
It was the leading advocacy group for the auto industry, representing 77% of all car and light truck sales in the United States. The Auto Alliance was active in the areas of environment, energy and motor vehicle safety. In 2019, the Alliance was merged with the Association of Global Automakers to form the Alliance for Automotive Innovation ...
Since Haas F1 does not make its own engines and Ford's alliance with Red Bull is restricted only to hybrid systems, the Charlotte-based firm will be the only American engine supplier on the F1 grid.
Despite the same bodywork, the fascia is unique to Mitsubishi and it is manufactured in the local Mitsubishi plant. The engine used is either Mitsubishi's 1.3 L (1,343 cc) carbureted 4G17 or the bigger 1.5 L (1,468 cc) fuel-injected 4G15. In 2005, the alliance continued by rebadging the Suzuki APV to Mitsubishi Maven. Few styling changes were ...
Mitsubishi Motors was DaimlerChrysler's third choice partner, but in 1999 MMC chairman Katsuhiko Kawasoe rebuffed their initial approach. [8] However, in the aftermath of the 1997 East Asian financial crisis MMC was saddled with ¥ 1.7 trillion of debt, [ 9 ] [ 10 ] and some outside analysts were suggesting that the company should give priority ...
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